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© 2007 Prentice Hall Inc. All rights reserved. Understanding Work Teams Chapter   TEN
Why Have Teams Become So Popular? ,[object Object],[object Object],[object Object],[object Object],[object Object],© 2007 Prentice Hall Inc. All rights reserved.
Team Versus Group: What’s the Difference? © 2007 Prentice Hall Inc. All rights reserved. Work Group A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. Work Team A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.
Comparing Work Groups and Work Teams © 2007 Prentice Hall Inc. All rights reserved. E X H I B I T  10 –1
Types of Teams © 2007 Prentice Hall Inc. All rights reserved. Problem-Solving Teams Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors.
Types of Teams (cont’d) © 2007 Prentice Hall Inc. All rights reserved. ,[object Object],[object Object],Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.
Types of Teams (cont’d) © 2007 Prentice Hall Inc. All rights reserved. ,[object Object],[object Object],[object Object],Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
A Team-Effectiveness Model © 2007 Prentice Hall Inc. All rights reserved. E X H I B I T  10 –3
Creating Effective Teams © 2007 Prentice Hall Inc. All rights reserved.
Creating Effective Teams (cont’d) © 2007 Prentice Hall Inc. All rights reserved.
Key Roles of Teams © 2007 Prentice Hall Inc. All rights reserved. E X H I B I T  10 –4
Creating Effective Teams (cont’d) © 2007 Prentice Hall Inc. All rights reserved.
Creating Effective Teams (cont’d) © 2007 Prentice Hall Inc. All rights reserved.
Effects of Group Processes © 2007 Prentice Hall Inc. All rights reserved. + MINUS = E X H I B I T  10 –5 Goal: Maximize Process Gains While Minimizing Process Losses!
Creating Effective Teams: Diversity © 2007 Prentice Hall Inc. All rights reserved. Group Demography The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover. Associates Individuals who, as part of a group, hold a common attribute.
Turning Individuals Into Team Players ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© 2007 Prentice Hall Inc. All rights reserved.
Teams and Quality Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© 2007 Prentice Hall Inc. All rights reserved.
Beware: Teams Aren’t Always the Answer ,[object Object],[object Object],[object Object],[object Object],© 2007 Prentice Hall Inc. All rights reserved.
[object Object],© 2007 Prentice Hall Inc. All rights reserved. Chapter Check-Up:  Teams Possibilities include:  Too much socializing, coordinating work flow, lag time in responses to emails, personality conflicts, attendance and timeliness problems, etc.
[object Object],© 2007 Prentice Hall Inc. All rights reserved. Chapter Check-Up:  Teams Now that you have your list, consider what the composition of your team would look like. How much diversity would there be?  Given what we learned in this chapter, what would the pros and cons of your composition be?
[object Object],© 2007 Prentice Hall Inc. All rights reserved. Chapter Check-Up:  Teams Conflict can be both good and bad.  Task conflict is beneficial for a team because it helps protect against groupthink.  Relationship conflict is bad for a team’s morale.  What, specifically, can you do to create task conflict in a group? Think about the reality of trying to “stir the pot”… and write down a phrase you could say (e.g., you would feel comfortable saying to your peers) to create task conflict.

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Ob12 10st

  • 1. © 2007 Prentice Hall Inc. All rights reserved. Understanding Work Teams Chapter TEN
  • 2.
  • 3. Team Versus Group: What’s the Difference? © 2007 Prentice Hall Inc. All rights reserved. Work Group A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. Work Team A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.
  • 4. Comparing Work Groups and Work Teams © 2007 Prentice Hall Inc. All rights reserved. E X H I B I T 10 –1
  • 5. Types of Teams © 2007 Prentice Hall Inc. All rights reserved. Problem-Solving Teams Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors.
  • 6.
  • 7.
  • 8. A Team-Effectiveness Model © 2007 Prentice Hall Inc. All rights reserved. E X H I B I T 10 –3
  • 9. Creating Effective Teams © 2007 Prentice Hall Inc. All rights reserved.
  • 10. Creating Effective Teams (cont’d) © 2007 Prentice Hall Inc. All rights reserved.
  • 11. Key Roles of Teams © 2007 Prentice Hall Inc. All rights reserved. E X H I B I T 10 –4
  • 12. Creating Effective Teams (cont’d) © 2007 Prentice Hall Inc. All rights reserved.
  • 13. Creating Effective Teams (cont’d) © 2007 Prentice Hall Inc. All rights reserved.
  • 14. Effects of Group Processes © 2007 Prentice Hall Inc. All rights reserved. + MINUS = E X H I B I T 10 –5 Goal: Maximize Process Gains While Minimizing Process Losses!
  • 15. Creating Effective Teams: Diversity © 2007 Prentice Hall Inc. All rights reserved. Group Demography The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover. Associates Individuals who, as part of a group, hold a common attribute.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.